It’s All Connected:

Taking Winshuttle from Studio Finance Pilot to

Fully Enterprise HR/FI ImplementationJennifer Baucher| The Walt Disney StudiosJennifer Stevens | The Walt Disney Studios

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About Us…

Jennifer Baucher, Executive Director• 14 years with Studios• Former CPA with Deloitte• Winshuttle Strategy Driver

Jennifer Stevens, Manager• 15 years with Studios• MBA, MA from Southern Methodist• Winshuttle Project Lead

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TWDC

Consumer Products

InteractiveMedia

NetworksStudios

Live Action Features

Animation

Music

Stage Plays

Distribution

Home Entertainment

Parks and Resorts

The Walt Disney Company (TWDC) Overview

The Walt Disney Company, together with its subsidiaries and affiliates, is a leading diversified international family entertainment and media enterprise with five business segments. For nearly 90 years, the Studio has been the foundation upon which TWDC was built.

In FY2013, The Studio was $5.9 Billion or 13% of TWDC’s total revenues for the year, behind Media Networks and Parks/Resorts.(http://thewaltdisneycompany.com)

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The Walt Disney Company’s Goals

The Walt Disney Company's objective is to be one of the world's leading producers and providers of entertainment and information, using its portfolio of brands to differentiate its content, services and consumer products.

The company's primary financial goals are to maximize earnings and cash flow, and to allocate capital toward growth initiatives that will drive long-term shareholder value.

(http://thewaltdisneycompany.com)

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Our Studio SAP Support Goal

Drive creativity and innovation to build our brands by supporting technology that ensures effective efficient operation and global business results.

Examples:• Processing of Mergers and Acquisitions

• Increase Automation

• Enhance User Experience

• Improve Spend Visibility/Control

• Improve Data Integrity

• Centralization

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SAP Support Structure

Global Enterprise Instance of SAP

Business Architecture Team

(Basis, Programmers, etc)

Business Process Managers

CorporateConsumer Products

InteractiveMedia

NetworksStudios

Parks and Resorts

International SAP

Sustainment

Shared Services

Sourcing

Disney Financial Systems

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Building a Case

• Measurement• Winshuttle Business Value Assessment• Open Ticket/Closed Ticket Assessment• Focus Groups• Transaction Processing Volume Assessment (BW and R3/ECC)• SAP Monitoring Data (CA Wiley, Knoa)• Close Processing Monitoring and Review

• Sponsorship• Controllership and other Finance Leadership• IT Leadership

• Focused Scope• Created a small focused project to start with that was narrow

in scope and goals to prove value

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Studio Pilot FY2011

Script

Project Initiate to Close (PIC): Project Master Data Creation/Change with Settlement Rules

More than Planned, created custom versions based on specific needs:

Had to be Abandoned:

Procure to Pay (PTP): ZGUFI Payment Request for NonPO Invoices w/Foreign Transmittal Questions as replacement for High Volume and Standard

Was not Planned:

Procure to Pay (PTP): ML81N – Service Entry Template for multiple line entries and multiple service entries per template

Had to be Abandoned:

Plan to Consolidate (PTC): Journal for Global Currency 950+/Journal for 3 Currency

Success Factors

Successful due to:

•Highly Repeatable Processes

•Templates in SAP used to allow for differences, but allow for standardization in scripts

•Automated request process from user to centralized team

Failed due to:

•Screen design issues in SAP that Winshuttle was not able to read

•Multiple BAPIs were involved that were unknown

•IT developed internal tool before issues could be worked through

Successful due to:

•Highly Repeatable Process

•High Volume Process

•Highly Centralized Process

Failed due to:

•Data formatting issues in BAPI

•IT developed internal tool before issues could be worked through

Benefits

Allowed flexible staffing structure to be developed and created significant process

efficiencies

Learned limitations and how to better plan for a template design

Efficiencies in centralized teams

Learned about SAP and Winshuttle integration points

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Word Spread and Others joined in…

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How did word spread….

• Partnering for support needs

• Communications

• Training

• Internal Conferences

• Metrics showing time savings

• Demos – lots, and lots, and lots, and lots….

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Current Winshuttle User Penetration

TWDC

160 Users

In 4 Countries

Corporate

FI

HR

Shared Services

DCP

FI

HR

DI

FI

HR

ESPN

FI

HR

International

FI

HR

Media

FI

HR

Studio

FI

HR

WDPR

FI

HR

Users

Open

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Current Use Cases

Mass Data Uploads• Mergers and

Acquisitions• Staff Changes• Data

Reconciliations• Data Cleanup

Process Improvement/ Simplified User Experience• Multiple Service

Entry Processing vs. Single Service Entry Processing

Enhancement Replacement• Material

Change Processing for Parks and Resorts

Testing/Simulation Enablement• Labor simulations

in test environments before enacting changes in production

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Usage Metrics

0

5000

10000

15000

20000

25000

Full TimeEmployee

Media Studio BPS Studio Ops Studio PCOE WDPR WDPR SCSO SharedServices

Corporate ESPN Interactive International Studio WDPR Equivalent

FI HR General

ITD Winshuttle Production Time Savings (Hrs) as of 10/7/2014 ZWFGOV_REQUESTGovernance Request

ZHRPAYU023

XK01Create Vendor(Centrally)

PP03Maintain Plan Data(Action-Based)

PP01Maintain Plan Data(Menu-Guided)

PO13Maintain Position

PO10Maintain Org Unit

PA40Personnel Actions

PA30Maintain HR Master Data

MM02Change Material

MM01Create Material

ML81NService Entry Sheet

LT01Create Transfer Order

FTE

FD01Create Customer

CL20NAssign Objects to Items

CJB2Generate Settlement Rule

CJ2DCreate Structure Planning

CJ20NProject Builder

CJ20Structure Planning: Change

CAT2Enter Cast Member Time

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What people are saying…

“Winshuttle has certainly had a positive impact within HR Operations in numerous ways. It has increased our productivity, allowed us to remain even more accurate with our processing, and it is very easy to utilize and navigate. Winshuttle has made my job much easier and has given me more free time to focus on other tasks.”

“With Winshuttle we are able to tackle the large requests for our businesses without having to add additional resources. Winshuttle has also helped assist other segments with new business set-ups. Winshuttle has helped us to process large amounts of master data when we are away from the office, not requiring us to babysit the system.”

“Winshuttle enabled me to create a script to update partial material classifications, a limitation of interface processing method.“

15

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Enabling Technology

Before the Pilot:• Creating the J:Winshuttle SAP Job Role

• Single Sign On with SiteMinder

• Building the Infrastructure with Central• Designing the configuration

• Designing admins

• Creating best practices

As We’ve Grown:• Increasing the infrastructure – more servers!

• Functional Modules and SAP Patches – working with Basis

• Becoming part of the Release Management process

• Managing Winshuttle Upgrades

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Building a Community

With users came the need for assistance• A community was developed on the “Backlot” a Jive site

• A monthly call started for “Sustainment” leads

• A simple support structure was created between IT, the Disney SharePoint Premium Team and Disney Financial Systems for communications, outages, installations, and issue resolution.

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Disney Winshuttle Advisory Group (DWAG)

What it is• A group of Disney Leaders from IT, HR, Finance, and

Security who have been chosen to assist in the decision making processes as they relate to Winshuttle governance at Disney.

How they were chosen• Ownership of an IT process that directly impacts

Winshuttle – SharePoint, SAP, Security• Influencing Leader of a business process that is directly

impacted by Winshuttle in HR or Finance• Key Thought Leader in HR, Finance, IT, or Security• Financial Sponsor of Winshuttle

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Knowledge Corridor

Technology Dive

• Applications Review

• Infrastructure Review

• Security Review

• Functional Governance

Functionality Dive

• Roles & Responsibilities

• Audit Capabilities

• Resources Available

Strategy Dive

• Goals Assessment

• Capability Alignment

Engagement Dive

• Project Alignment•Opportunity Exploration•Prioritization

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Where we are going

• Continuing to pursue our use cases

• Formalize and strengthen our DWAG

• Build our internal support network for Winshuttle with our user base

• Reviewing where the ROI can be captured and leveraged over other tools

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Questions

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Thank you!